Co-Founder Coaching

Given that a startup is a business designed for rapid growth. Obviously, this growth requires the rapid growth of the core co-founders team. Startups are probably the happiest business partners if there is a step-by-step guide to growth, but unfortunately there is no such step-by-step guide. , Positioning, hiring and firing, selling a business, losing a customer, and so on, and making difficult decisions. It is the existence of these challenges and how to deal with them and the different methods of problem solving that cause the communication challenges between co-founders. This has led to the growing popularity of professional coaches and human resource mentors among startup founders and small, start-up businesses around the world.

Most co-founders have experienced challenges in interpersonal relationships at a stage in the formation and growth of their startup or small business with other key founders, which has sometimes been very serious. Do you have a similar experience? Facilitating relationships is a technique that can improve and make a lot of difference in relationships. Starting a company and going from zero to one is hard enough. The last thing you need is a difference between startup leaders and the company, which directly reduces efficiency and growth, which is unfortunately one of the challenges ahead. Challenges between the founders of a startup or a start-up business are a big hurdle and, of course, preventable, and can even become a controlled advantage. Such an advantage will make you an exception, starting with a decision. When you start your own small or small business, the number of people you can have a real relationship with will decrease day by day, and fewer people will gradually understand what is happening to you. Did. It is not easy to understand how challenging a person's career and personal life can be, but with the help of a coach, it is possible to gain a deep understanding of the challenges and problems that arise during their occurrence and find solutions to them. While there are many behavioral and communication issues for years, they have not shown their importance.

Problems between startup founders are one of the biggest reasons why start-ups fail. Much of people's energy and attention in startups is focused on growth until they realize that growth has been hurt by interpersonal problems. Problems in interpersonal relationships are often surprising, but they have chronic roots. At first, people get together to start a small startup or business because they think they can do the job well together. Partners choose each other based on common ideas and mentalities, and this is the primary energy and motivation to start a business. But after turning the idea into a product and following a part of the growth path, sharing past and future ideas alone doesn't work, even if all the founders have the ability to work well in the flat structure. From the beginning of this moment and from this moment on, relationships will be the basis of mentalities, abilities, efforts and personalities. Experiences that take into account mental experiences from the beginning. Of course, co-operatives must be capable of building relationships and managing interpersonal relationships because they already know their partners and have to overcome the problems and challenges of their business relationship. Working relationships between founders in the first place can be impaired due to the stress of decision-making around the axes of capital increase, principled legal agreements, and the definition of managerial status. Other stresses caused by declining incomes, the loss of a key customer, and important management decisions, such as downsizing or enlarging a company, can create challenges in relationships between business partners, especially startups and small businesses. Success can also lead to stress in partners, when money is suddenly offered to inject money and investment into companies, and responding to their investors becomes a challenge.

Unpredictable challenges in relationships can arise at any time. Everyone behaves differently under stress, and sometimes the person you thought you knew so well can surprise you and you can even surprise yourself. Usually the first reaction is to try to overcome the challenges and ignore them, but if your level of trust is shaken or your sense of participation is disrupted, the relationship can be further damaged. In many business partnerships, one of the founders is often more dominant, while other founders may feel that they are not being heard or respected enough. The result of this imbalance is that good ideas and opportunities are lost. When all sorts of problems occur, which are inevitable, partners start looking for someone to blame and start arguing about things that were unimaginable before. Kofander's move could be beneficial for most business relationships. When startups and small businesses are affected by potential growth, new communication skills and insights can help partners work together through the right and sometimes difficult decisions. Together, we can work together to address the problems of current interpersonal relationships, to create new communication skills, and to build communication infrastructure.

Consulting is typically effective in creating and applying new ways, procedures, and ideas in a business, while startups rarely need new ideas and solutions. At first, they are much more flexible and flexible than they think. So creating solutions and ideas can be more than stressful and confusing. As startups grow faster, they need team and product members to adapt to change at the same pace and to attract capital, take over the market, and become businesses. After becoming a business, consultants can provide valuable services. In addition, consultants receive a much higher salary than nomads, which can be deducted from the financial constraints of startups to see how much a start-up business can cost. If we consider counseling as the art of bringing new skills to a startup, we can define coaching as the art of integrating existing skills with the team. The best nomads don't come to you with good answers, but they come to you with very good questions. Questions that are answered by you and in the realm of your skills and possessions, and you are not conscious of them simply because of the complexity.